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HomeMy WebLinkAboutINS-2024-347 - Places and Spaces, Parks Master Plan - Council Strategic SessionStaff Reort .T Infrastructure Services Department www.kitchener.ca REPORT TO: Special Council DATE OF MEETING: August 26, 2024 SUBMITTED BY: Jeffery Silcox -Childs, Director of Parks & Cemeteries, 519-741-2600 ext. 4518 PREPARED BY: Rebecca Roy, Landscape Architect, 519-741-2600 ext. 4151 Mark Parris, Landscape Architect, 519-741-2600 ext. 4397 WARD(S) INVOLVED: All Ward(s) DATE OF REPORT: August 16, 2024 REPORT NO.: INS -2024-347 SUBJECT: Places and Spaces, Parks Master Plan — Council Strategic Session RECOMMENDATION: For discussion. REPORT HIGHLIGHTS: • The purpose of the Strategic Session is to share progress on the Places portion of the Parks Master Plan, and interactively engage Council on priorities related to Kitchener's Parks. • Places is the strategic context for how community needs are served by parks and open spaces and the quality and content of the amenities within these spaces. • Following an extensive community engagement process, there are 4 distinct thematic categories in which recommendations have been identified. These include: 1. Parks as inclusive spaces 2. Protection of land for parks 3. Park planning for the future 4. Reimagining park experiences • There are no financial implications associated with this staff report. Financial implications will be considered when the final Parks Master Plan is brought forward for Council approval. • This report supports "Cultivating a Green City Together" through the goal to implement actions from the Parks Master Plan. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 3 of 26 BACKGROUND: Kitchener's Strategic Plan (2019-2022) identified within `Caring Community' the desire to complete an Open Space Strategy. The existing Parks Strategic Plan (2010) required a comprehensive review and update. Kitchener aimed to deliver an equity based, community focused plan that responds to the needs of a rapidly changing and developing City; that builds on existing plans and strengthens community links to parks by facilitating placemaking in parks and open spaces. The 2023-2026 Kitchener Strategic Plan included the goal to implement actions from the Parks Master Plan under "Cultivating a Green City together" vision statement. Places and Spaces is the Parks Master Plan update, defined in two sections as follows: Spaces Spaces focuses on the location and quantity of parks today and in the future, and provides strategic context and priorities for securing new parks. It considers currently underserved areas, growth forecasts and use of an equity lens to prioritise future park acquisition. Key within this document is a re-classifying of parks and open spaces to better measure the city's service provision, establishing parks provision targets, exploring and establishing the tools necessary to deliver those targets. Spaces is a stand-alone plan that informs the Park Dedication By -Law and policy. It is intended to meet the requirements of a `Parks Plan' under the Planning Act, in addition to developing target of park provisions in tandem with the limits of the tools that enable new park development. As a result of the timelines imposed by the province through a previous Planning Act amendment (Bill 197, COVID-19 Economic Recovery Act, 2020), Spaces was prioritized and presented to Council independent of Places, alongside a revised Park Dedication By - Law and Policy. Spaces and the new Park Dedication By-law were approved by Council on August 22nd, 2022. Places Places is the strategic context for how community needs are served by parks and open spaces. It will define how the city builds and shapes parks and open spaces to meet these outcome needs. Rather than a single comprehensive document, Places is planned as a series of user- friendly, short, accessible guidance documents, with one overarching strategic framework document. Each topic -based document will address a community need met by parks and open spaces, and/or an area of service that parks provide. Initially developed in 2021, the list of topics has evolved and been refined through public engagement yielding the following list of 16 topics. Topics in bold represented strong topic -specific themes emerging from engagement data: Page 4 of 26 Project Overview & Strategic Framework Community Dedication Downtown Grand River Gardens Kitchener Natural Spaces & Pandemic Park Design Climate Response Approach Pets Adaptation Public Shade, Seating & Signature and Play Washrooms & Furniture Feature Parks Water Splash Pads Sports & Games Trails and Winter Use Lighting The 16 topic -based documents are planned to outline the background, findings, and series of recommendations to guide the future strategy of each. REPORT: Update on Places Strategy Following the conclusion of a 2 -year public and equity -driven community engagement program in late 2023, Staff compiled the results and drew critical concept themes from the data that permeated throughout each topic. The overarching theme that surfaced throughout all datasets is the importance of equity. This was evident through all topics with examples such as ensuring parks are welcoming to all community members, determining who is in greatest need of park amenities such as garden space, supporting free access to spaces and amenities, considering safety mechanisms for those who commonly feel the least safe in public spaces, and more. The following graphic outlines the other salient themes and their relative strength within community engagement. A brief summary of the engagement efforts and timeline is provided in this report. A comprehensive engagement report is planned to be included with the final Council report. Page 5 of 26 Legend Concept Themes Topic Themes Play Equipment _ Maintenance 8 (16) t 'y 5 (15) �f • • wk s t k 1 r k r r Natural Spaces ellbeing E Water 3 (16) rf �ti 4 (1o) r 1 r r � r r Lighting It f r 3 (5) 3 r t f • f Community Gardens i �'' Seating & Shade 5 (8) . ' g (18) Washrooms 8 (15} Ne (Nt) = The first number represents the number of equity deserving community group data sources which reflected the theme, the second number represents the total data sources which are reflected in the theme. There are 47 total data sources of which 15 are from equity deserving community conversations. Graphic of salient topic and concept themes from all engagement data Draft Recommendations In generating the draft recommendations, the Places staff team have combined input and context to surface meaningful, evidence informed directions. The sources of information includes not only the outcomes of community engagement, but other sources of information as follows: 1. Legislation 2. Engagement with equity deserving community members and organizations 3. Engagement with the broader community 4. Engagement with internal departments 5. Engagement with partner organizations 6. Comparative analysis 7. External research 8. Policy 9. City strategy 10. Regional strategy 11. Best practices 12. Staff experience in park development and operations Page 6 of 26 The final result is 50 recommendations compiled from the 16 identified topic areas and overarching strategic framework. These have been organized into 4 thematic categories in order of priority: 1. Parks as inclusive spaces (13); 2. Protection of land for parks (7); 3. Park planning for the future (17); and, 4. Reimagining park experiences (13). In addition to the categories, all recommendations are categorized by their applicable action inclusive of: • Capital projects (8); • Strategies (15); and, • Policy statements (27). The full description, action item, rationale, and data source origin are listed in Attachment A — Draft Prioritized Recommendations. Prioritization Process With a list of 50 recommendations, the project team sought to prioritize recommendations to establish an order of implementation for time and resource forecasting based on capacity to deliver. Evaluation criteria were workshopped with the project team in combination with the concept themes from the engagement process. The results were 6 distinct criteria groupings. Weights were applied to each based on the number of instances a workshop comment was made under each heading, and the instances of occurrence through the community engagement process. Clear links emerged when tied back to Kitchener's Strategic Plan, an indication of common values between the strategies. Weighting is shown below and represented using a 1 to 3 scale, 1 as the lowest relative importance and 3 as the highest relative importance. The scale of 1 to 3 is used to meaningfully differentiate between the criteria. Prioritization Description Weighting Connected Criteria (1 to 3) Strategic Plan Goal Meaningful How does the recommendation 3 Building a Impact improve community members' Connected City experience and quality of life? Environmental Does the recommendation 3 Cultivating a Green Sustainability have climate -positive choices City and longevity in mind? Page 7 of 26 Prioritization Description Weighting Connected Criteria (1 to 3) Strategic Plan Goal Equity How does the recommendation 3 Fostering a Caring prioritize those who are City systematically excluded from opportunities based on one or more identity characteristics, who have a higher degree of fundamental need, and who are not often given the power to create change? Resource Can the recommendation be 2 Creating an Availability fulfilled within existing capital, Economically operating, and staff resources, Thriving City or what is the degree of additional funding necessary to fulfill the recommendation? Context To what extent is the 2 Stewarding a Better Informed recommendation informed by City local needs, strategy, accountability, politics, and policy? Time to How long will the 1 (no direct Implement recommendation take to connection) implement from start to finish? Using the above criteria, a cross -departmental Staff team of 10 reviewers independently scored each recommendation according to the established criteria. Scores were averaged and a ranking assigned to each recommendation. New Initiatives Attachment A details the full list of 50 recommendations, of which 25 are supported by legislation, are connected to other approved plans, are administrative in nature, or are already underway. For the purposes of this report 25 new initiatives that do not meet the above considerations are highlighted below for feedback from Council. They are summarized by thematic category in order of their priority scoring. Note that if recommendations share an Overall Priority number, they are "tied" in priority scoring. Page 8 of 26 Category 1: Parks as Inclusive Spaces Ref. No. Overall Title / Description Priority 1.1 3 Create a park washroom strategy Develop a strategy to address existing inventory, renovation and adaptation, future growth, alternative delivery methods, operating and staffing needs, all rooted in inclusive and accessible design. 1.4 8 Public drinking water in parks Support a pilot to provide drinking water at three locations and monitor use, cost and staff time implications. Report back to Council to consider expanded implementation. 1.6 15 Resource relationship building Resource engagement for and in between capital improvement projects and in alignment with the outcomes of the corporate engagement review. 1.8 20 Plan whole play spaces Resource new and renovated playground projects to provide suitable play experiences and supporting amenities such as seating, shade, playground curbing, and barrier -free infrastructure that support play, caregiving, and maintenance activities. 1.9 25 Power in parks Include publicly available outlets at each new or renovated shade structure, where possible to do so. 1.11 29 Grow a city gardening hub Explore a cross -departmental pilot program to re -introduce a city - coordinated garden located in an area of need as identified through equity -driven engagement with supporting community services. Program to support food security through opportunity for gardening, food literacy programming, community gathering, and demonstration. Prioritize equity through implementation of the pilot project. 1.13 46 Rubberized surfacing in each ward Identify and resource one playground per ward to receive rubberized surfacing, located in the most accessible location in the community Page 9 of 26 Category 2: Protection of Land for Parks Ref. No. Overall Priority Title / Description 2.2 6 Alternative spaces 3.5 17 Pursue opportunities for recreation beyond park property boundaries. Continue cross -departmental re -imagination and adaptation of downtown spaces to support and integrate with the parks system. 2.4 8 Public use of outdoor sportsfields facility program Support the development of a public drop-in program for outdoor 3.6 20 bookable sport facilities within public park settings. Category 3: Park Planning for the Future Ref. No. Overall Title / Description Priority 3.5 17 Consider water conservation models for splashpads Design all splashpads as flow-through systems with the option to become twice -through systems where applicable. Include water conservation features such as isolated timers, motion sensors, and lower volume features. 3.6 20 Evaluate the playground inventory Establish data -informed evaluation criteria to create a playground inventory management plan. Invest resources into increasing the size and improving the quality of traditional playgrounds at strategic locations and consolidating playgrounds where supported by engagement. 3.9 29 Pursue strategic master planning for select parks Create development plans for identified parks or park networks impacted by multiple ongoing strategies, initiatives, asset needs, and future recreational opportunities. 3.10 29 Comprehensive court strategy Conduct a complete asset management review and demand analysis for all sports courts in parks to inform the strategic renovation or replacement of sports courts. 3.12 44 Faster playground replacement Resource a sustained increase in the playground replacement rate at priority locations to address the current lifecycle backlog. Page 10 of 26 Category 4: Reimagining Park Experiences Ref. No. Overall Title / Description Priority 4.2 16 Recreation on top of parking areas Investigate and report back to Council the feasibility of an active recreational use of eligible parking areas. 4.3 20 Active uses downtown Encourage the development of active park uses in downtown parks. Consideration for sport, play, activities and games during redevelopment opportunities. 4.4 29 Consider exercise equipment in parks Monitor existing exercise equipment locations for usage rates to determine if infrastructure should be expanded. 4.5 36 Install permanent waste receptacles Establish a suite of standard above ground and subterranean waste receptacles appropriate to park classifications, assets, and need. Prioritize locations for the installation of preferred waste management improvements. 4.6 37 Refrigerated skating area Conduct a feasibility study for a public outdoor refrigerated skating area in a park space with greatest public access. 4.7 39 More splashpads Develop three new local splashpads under the guidance of the recommendation to consider water conservation models. 4.9 44 Expand small-scale commercial licensing in parks Permit occasional, small-scale commercial use of park space, including but not limited to fitness classes and merchandise sales. 4.10 48 Pilot off -leash areas Create a pilot project to utilize select Hydro Corridors and park space as designated off -leash areas. Establish permanent off -leash areas throughout Kitchener informed by the results of the pilot project. 4.11 48 Continue Grand River access improvements Prioritize and improve Grand River canoe launch access points to established standards. Page 11 of 26 4.12 50 Build a south -end dog park Establish an off -leash dog facility located in one of the southern residential communities sized to accommodate the projected 20 -year population growth in the area. 4.13 50 Dogs in Community parks Support micro -dog parks in Community level parks, where brought forward by grass-roots initiatives, LoveMyHood programs, supported by local engagement and balanced with other recreational interests. Strategic Discussion Do you have any reflections on the four categories of recommendations? Are there any recommendations you are concerned about? What excites you most about the recommendations? STRATEGIC PLAN ALIGNMENT: This report supports Cultivating a Green City Together: Focuses a sustainable path to a greener, healthier city; enhancing & protecting parks & natural environment while transitioning to a low -carbon future; supporting businesses & residents to make climate - positive choices. FINANCIAL IMPLICATIONS: There are no direct capital or operating budget impacts based on this report. Final recommendations will have capital and/or operating funding requirements once presented back to Council for approval. COMMUNITY ENGAGEMENT: Engagement efforts began in late 2021 and concluded in late 2023. An in-depth, multi- faceted, equity -centered approach was utilized to understand the wider community perspective, and to ensure the voices of traditionally under -represented communities are amplified and reflected in the Parks Master Plan outcomes. Through the process we asked three key questions: 1. How are parks currently experienced? 2. How do we create parks that serve the community? 3. How do we create parks that are welcoming and inclusive to all? Page 12 of 26 A complete and comprehensive engagement report is planned to be included with the final Council report. Below is a brief summary of participation and timelines of the community engagement efforts: Participation Summary: • 16 public surveys • 10 ideas boards • 4 online polls • 16 conversations with equity deserving community groups • 32 conversations with community members, groups and organizations • 7 internal staff workshops • 6 internal 1 -on -1 conversations Timeline and Key Milestone Summary: Engagement Method and Key Milestones Timeline Equity Deserving Community Engagement Phase 1: July 2021 -July 2022 Staff -led partner conversations with individuals, community groups, classes, committees, and organizations Spaces Engagement Ended Fall 2021 Public Engagement October 2021 -June 2023 Idea Boards October 2021 - June 2023 Virtual Polls January 2022 - January 2023 Engage Surveys March 2022 - June 2023 2021 Parks Strategy: Report of Findings for Telephone February 2022 and Online Survey (Environics) Passing of Spaces* August 2022 Updated Park Dedication Bylaw* August 2022 Passing of Bill 23: reduced park dedications by 50-85%* November 2022 Equity Deserving Community Engagement Phase 2: July to October 2022 8 80 Cities Pop-up Placemaking Event October 2022 Equity Deserving Community Engagement Phase 3: March - November 2023 Equity Deserving Community Engagement City of Kitchener Workshops November - December 2023 *key milestones PREVIOUS REPORTS/AUTHORITIES: Page 13 of 26 • INS -2021-005 Places & Spaces: A Parks & Open Space Strategy for Kitchener • INS -2022-224 Places & Spaces -Park Strategic Plan and Park Dedication Update • INS -2022-373 Places & Spaces -Park Strategic Plan and Park Dedication Update APPROVED BY: Denise McGoldrick, General Manager, Infrastructure Services ATTACHMENTS: Attachment A — Draft Prioritized Recommendations Page 14 of 26 From September through December 2023, the project team asked for input from staff across the organization on a wide range of parks -related topics. Combined with salient themes that emerged from public and equity -driven engagement, along with a variety of supporting data sources, staff have developed 50 recommendations that will form the basis of Places. These recommendations have been ordered through an internal prioritization exercise with staff participating from multiple departments. The prioritized recommendations are organized into categories to inform their implementation. References Background Spaces https://www.kitch ner.ca/en/resou r cesGeneral/Documents/INS PARKS The first phase (Spaces) Places and Spaces Spaces.pdf addresses quantity of park space in Kitchener and responds to Provincial legislation changes required Foundations before September 2022. https://www.kitchener.ca/enlresour Places is the second phase cesGeneral/Documents/INS PARKS and explores the quality of Places and Spaces Foundations.Rdf park spaces. It will presented in a series of booklets discussing a wide range oftopics and themes Strategy relevant to parks High-level plans or approaches designed to achieve specific long- term goals or objectives. Strategies Type of outline the City's overall direction and priorities providing a framework for Recommendation decision-making and resource allocation. The recommendations made Policy through Places and Spaces Formal guidelines established to fall into one of three determine actions, behaviors, and categories: Capital Project, decisions. Policies ensure consistency, Strategy, or Policy. compliance, and alignment with the City's objectives and legal requirements. Capital Project + Defined investment projects typically involving the acquisition, development, or enhancement of physical assets such as buildings, infrastructure, or equipment. These projects are often characterized by significant financial investments and KiT HNE long-term planning. Legislation Engagement with equity deserving community members and organizations Engagement with the broader community Engagement with internal departments Engagement with partner organizations Comparative Analysis External research Policy City strategy Regional strategy Best practices Staff experience in park development and operations 1. Do you have any reflections on the four categories of recommendations? 2. Are there any recommendations you are concerned about? 3. What excites you the most about the recommendations? Page 15 of 26 Reference Numbe Priority Number Recommendation j Rationale 1.1 3 Create a park washroom strategy Washrooms emerged as one of the strongest strongest needs of the community in many Support a pilot to provide public drinking water at community needs throughout engagement. The three locations and monitor use, cost and staff time Develop a strategy to address existing inventory, implications of permanent washrooms, their park use with residual benefits of reducing renovation and adaptation, future growth, alternative design approach and service standard delivery methods, operating and staffing needs, all represent a significant investment. There are water pilot could inform a combined washroom rooted in inclusive and accessible design. no current minimum standards, service Data Sources: 2,3,6,7,11 expectations, nor strategic approach to guide Play contributes to improved health and wellness the future of these facilities in park spaces Establish design standards for new and renovated parks for all ages and abilities can be met through Data Sources: 2,3,4,7,11 .2 5 Review existing Parks By -Law Recommend a cross -departmental team (INS, CSD, trends. socialization. Opportunities to introduce COR) is established to review and update the Parks imaginative and unstructured play. Gaps exist for Establish a cross -departmental team to complete a review By -Law (Chapter 270 of the Municipal Code) and update of the existing Parks By -Law through an equity through an equity lens to remove or modify lens. outdated clauses that do not reflect current uses in parks (e.g., relating to prohibition of community gardens, gendered washrooms) Data Sources: 2,4,9,10,11 1.3 6 Engagement -informed design Represents the desire to avoid the traditional standard model of Local park development, Tailor park experiences and amenities to the communities providing the same elements for each community that use them and as supported through equity -driven or neighbourhood that will have differing needs community engagement. and demands. Addresses many issues - lack of interest as a barrier to park use, lack of appropriate amenities, promoting local use to reduce the need for travel and preventing redundant or underutilized infrastructure Data Sources: 2,4,11,12 1.4 8 Public drinking water in parks Access to drinking water emerged as one of the strongest needs of the community in many Support a pilot to provide public drinking water at data sources of engagement. It is a universal three locations and monitor use, cost and staff time need that can overcome a significant barrier to implications. Report back to Council to consider park use with residual benefits of reducing expanded implementation. littering of single use water bottles, particularly in sportsfields and event spaces. A drinking water pilot could inform a combined washroom and hydration strategy. Data Sources: 2,3,6,7,11 1.5 8 Change the way we play Play contributes to improved health and wellness for all ages. Cognitive and developmental needs Establish design standards for new and renovated parks for all ages and abilities can be met through that support fun and play for all ages and abilities, and that alternative opportunities beyond traditional allow a responsive approach to evolving local and broader playgrounds for fun, problem solving, and trends. socialization. Opportunities to introduce imaginative and unstructured play. Gaps exist for youth older than 12 years old, adults, and older adults Data Sources: 1,2,3,4,5,7,11,12 Page 16 of 26 Reference Number 1.6 1.8 1.9 1.10 Priority Number 15 17 20 25 25 29 Recommendation Rationale Resource relationship building Alignment with the corporate -wide engagement review identified in the Strategic Resource engagement for and in between capital Plan Action: Fostering a Caring City Together to improvement projects and in alignment with the enhance the city's engagement practices. Will outcomes of the corporate engagement review. streamline Park project delivery and manage expectations by aligning resources with project scope, timeline, and budget. Engagement processes must allow for adaptation when appropriate; a one -size -fits -all is not always most appropriate. Data Sources: 4,6,9,11,12 Ensure community gardens are barrier -free Legisiated AODA requirements are funded in an ad hoc way between departments for volunteer -led, Establish an annual funding stream dedicated to ensuring grant -funded gardens. Dedicated funding stream new grant projects meet accessibility requirements for community gardens will benefit gardeners and identified by Inclusion Services and the Grand River grant recipients by maximizing grants for Accessibility Advisory Committee (GRAAC). investment in gardening activities Data Sources: 1,2,3,4,11 Plan whole play spaces Current budgets are not reflective of increased construction costs, legislated accessibility Resource new and renovated playground projects to requirements, and operational needs, all provide suitable play experiences and supporting contributing to improved user experience. amenities such as seating, shade, playground curbing, Playground accessibility is a salient theme and barrier -free infrastructure that support play, through engagement data caregiving, and maintenance activities. Data Sources: 2,3,4,11,12 Power in parks Opportunities to charge devices, specifically mobility devices, emerged through Include publicly available outlets at each new or engagement efforts. This also provides general renovated shade structure, where possible to do so. charging in public park settings for uses such as, phones, laptops, support pop-up event needs, and synergies with sport needs where applicable. Data Sources: 2,3,4,12 Trail surfaces in parks Establish that all new park developments include stable, firm surfaces of asphalt or concrete, unless otherwise required to be stonedust by environmental considerations Grow a city gardening hub Explore a cross -departmental pilot program to re- introduce a city -coordinated garden located in an area of need as identified through equity -driven engagement with supporting community services. Program to support food security through opportunity for gardening, food literacy programming, community gathering, and demonstration. Prioritize equity through implementation of the pilot project. Identified as a barrier to accessibility in engagement data. The choice of material of trails in parks largely based on routes identified in the Cycling and Trails Masterplan, capital costs and ease of installation. Establishing paved surfaces as a baseline in parks will ensure more consistent surface quality, reduce seasonal impacts, and be consistent with developer -build requirements Data Sources: 1,2,3,4,8,11,12 The City has a 30+ year history of administering allotment -style gardens (mid 80s - 2016) There was a strong desire through all engagement channels for more community gardens in proximity to urban areas and aligned with community facilities. There is increasing demand as population grows and intensification continues. Re -introducing a city - led garden presents a unique synergy and collaboration opportunity for city departments, benefiting the community to offer programming that supports food security and food sovereignty skills -building. It presents an opportunity to build community connections for more LMH Matching Grant applications for volunteer -led gardens, and adds another layer to the con taeler�7orJs fh2-6 region. C II � Data Sources: 23,45,7,9,10,12 Reference Number 1.12 1.13 Priority Number 39 46 Recommendation Data -driven capital forecasting Employ evaluation criteria to prioritize park renovations. Criteria to include community priority, park asset conditions and accessibility constraints. Rubberized surfacing in each ward Identify and resource one playground per ward to receive rubberized surfacing, located in the most accessible location in the community. END OFCATEGORY 1 Rationale Using a predictive model to project park renovation efforts ensures appropriate resourcing, and supports an equitable distribution of park renovation investments, which is a fundamental premise of the master plan Data Sources: 4,11,12 Rubberized surfaces provide greater accessibility than engineered wood fiber (EWF) but are costly to install and maintain in every playground. Strategic placement of rubberized surface in each ward will increase available accessible options city-wide. Data Sources: 1,2,3,4,5,11,12 Page 18 of 26 2.1 2.2 2.3 2.4 2.5 2 6 8 20 !commendation Prioritize parkland as a use of current city -owned properties For suitable city -owned lands located in areas identified in Spaces as High or Critical Needs, prioritize parkland when considering land -use modification to compensate for reduced parkland acquisition tools and to support parkland provision targets when assessed in accordance with the City -Owned Land Disposition Framework (DSD -2024-044). Alternative spaces Pursue opportunities for recreation beyond park property boundaries. Continue cross -departmental re - imagination and adaptation of downtown spaces to support and integrate with the parks system. Neighbourood park networks Design neighbourhood parks as networks of unique and complementary park experiences to deliver a variety of services while avoiding local redundancies. Public use of outdoor sportsfields facility program Support the development of a public drop-in program for outdoor bookable sport facilities within public park settings. Utilizing city -owned property contributes to ensuring the maximum protection of open space as land is considered for re -zoning and re- development. This could be a critical park land solution to a projected decline in parkland provision within the new Planning Policy framework. Data Sources: 1,4, 8, 9 A supported vision by the Downtown Working Group, with current momentum to pedestrianize roadways. Creative use of alternative spaces responds to an on-going barrier of downtown property acquisitions that will only become more difficult within the new Planning Policy framework. Data Sources: 1, 3, 4, 9 Formalizing a new approach to park renovations that began in 2022, the networks will allow the city to deliver a wider variety of recreational opportunities beyond the boundaries and constraints of a single park property Data Sources: 3,4,11,17 Driven primarily by facilities being closed and controlled for renters only. This reflects an equity approach as all outdoor fields in public parks are publicly funded, publicly operated facilities being restricted to paying users. Data Sources: 11,12 Standard agreements for POPS A standard agreement will build on the planning framework outlined in the Park Dedication By -Law Develop a standard policy to outline the public use, design and Policy, adding qualitative requirements such and maintenance agreements for privately owned public as expected service levels, amenities, locations, spaces (POPS), consistent with the Park Dedication By -Law and so on that will better serve the public parks and Policy. profile. 2.6 29 Green infrastructure integration in existing parks Establish integrated design, and development standards and criteria for retrofit stormwater adaptations, natural assets, and low impact development (LID) in park spaces Data Sources: 1,4,11 Stormwater ponds are not accepted as park land. Infiltration galleries have historically been unacceptable through development processes. Recent implementation of 2016 approved ISWM- MP through DMAFfunding initiatives have challenged these positions. The value of integrated stormwater initiatives is understood, and needs to create thorough criteria for future adaptations of park spaces to ensure useable park space is protected. Data Sources: 4, 7, 9, 12 Page 19 of 26 Reference Number Priority Number Recommendation Rationale 29 Acquire floodplain lots for open space network Continue or initiate active pursuit of properties in targeted floodplain areas. END OF CATEGORY 2 Acquisition of floodplain lands is long supported in previous Grand River strategies. Selection of locations to be driven by the gaps in the Walter Bean Trail and need for parkland in strategic areas of the city. Data Sources: 5,8,9,11 Page 20 of 26 3.1 3.2 3.3 3.4 17 Grow the urban tree canopy Trees are one of the most publicly supported investments in parks, and provision of shade is Use Sustainable Urban Forest Strategy targets to support identified in the Official Plan as an essential canopy growth in parks to mitigate heat island effects. component when planning or retrofitting public parks (Official Plan reference 8.C.2). The urban forest is integral part of the city's green infrastructure and a sustainable city; it provides significant ecological, social and economic benefits. Continuing to advance Sustainable Urban Forest Strategy tree canopy targets through new park development and existing park renovations is not only critical to its implementation, but to the success of park service delivery Data Sources: 2, 3, 4, 5, 8, 9, 11, 12 Park lighting standards Establish destination and amenity -based trail lighting criteria and policies to assess park eligibility and standards for pedestrian lighting in accordance with the Cycling and Trails Masterplan. Walter Bean Trail support Support the pursuit of continual Walter Bean Grand River Trail gaps and continue with the feasibility report of the entire corridor to determine the longterm viability of the trail. Match playgrounds to their parks Establish standards for traditional playground size and complexity in alignment with park size and classification. Lighting is common theme of public feedback emerging as a safety priority in many engagement channels. There are no previous standards or lighting inclusion policies for lighting in parks beyond specific assets - sportsfields, courts, skateparks, etc. Multiple precedents of lighting policies in similar municipalities will help guide Kitchener's decision making process. This item is directly related to the CTMP Action 1 D-2: "Develop and implement a strategy for providing lighting on trails based on users, land use context, and trail classification", with the focus on park specific applications. Data Sources: 2,3,4,7, 8, 9, 11,12 The intent is to form a policy to support and confirm the direction of specific problematic sections of the Walter Bean Trail. The overall viability of the predominantly stonedusttrail within close proximity ofthe Grand River is also underway - this recommendation will support any future financial requests for necessary engineering or planning studies Data Sources: 4,9,11,12 Aligning investments in playgrounds with park scale, context, and classification (i.e. local, community, destination) will aid in establishing appropriate project resourcing and to manage expectations Data Sources: 4, 11, 12 3.5 17 Consider water conservation models for splashpads Strong support from public input to pursue innovative and sustainable splashpad design. Design all splashpads as flow-through systems with the Re -circulating systems can conserve water, option to become twice -through systems where however the trade-off is high operating needs, applicable. Include water conservation features such as monitoring programs, down times with isolated timers, motion sensors, and lower volume legislated water removal processes similar to features. pools. Pairing new splashpads with sportsfields and Community Centres will allow for the potential of a second water use synergy. Data Sources: 3,4,7,9,11, 12 Page 21 of 26 Reference Number 3.6 3.7 3.9 Priority Number 20 25 25 29 3.10 29 Recommendation Evaluate the playground inventory Establish data -informed evaluation criteria to create a playground inventory management plan. Invest resources into increasing the size and improving the quality of traditional playgrounds at strategic locations and consolidating playgrounds where supported by engagement. Connect operating and life cycle planning to capital works All reporting and budget planning for capital park development to include recognition of necessary changes to maintenance procedures and life cycling requirements including funding, labour and equipment needs. Less intensive turf Diversify turf species to improve biodiversity and reduce cutting rotations. Pursue strategic master planning for select parks Create development plans for identified parks or park networks impacted by multiple ongoing strategies, initiatives, asset needs, and future recreational opportunities. Rationale There are currently more than 240 separate playground areas city-wide. City context is evolving and needs have changed over time. A strategic, city-wide approach to managing the playground inventory will maximize capital and operational budgets and inspection resources. This will be a two-pronged approach to planning traditional playgrounds going forward: 1. Network park renovation design approach to make meaningful playground investment in strategic locations. 2. In partnership with the community, assess beneficial removal of select playgrounds that are not well used or are redundant (within short distance of other traditional play opportunities, repeated play type within close proximity) Data Sources: 1, 4, 11, 12 There is currently no forward facing connection between Capital and Operating costs. This recommendation formally establishes a link between capital dollar investments and when those trigger meaningful changes in operating models to appropriately resource (staff and equipment). This will re-establish the critical connection between growth and sustainable maintenance expectations Data Sources: 4,11 Overall, engagement highlighted that respondents are satisfied to very satisfied with grass quality and mowing frequency. Introduction of non-traditional perennial ground cover species within park mixes could extend time between mowing and offset the dependency on traditional blue -grass and fescue species that require more intensive maintenance practices. Reduction in equipment use and greenhouse gas emissions supports of CorCAP fleet objectives Data Sources: 4, 11, 12 Park locations will be selected to properly plan and account for expansions, new infrastructure, or other adaptations that require a comprehensive approach rather than a singular infrastructure project. It will address various known initiatives throughout the city and combine them into specific park planning projects - for example, targets of the Leisure Facilities Master Plan or Stormwater Master Plan that overlap with other recommendations of Places. Data Sources: 4,9,11,12 Comprehensive court strategy There are known deficiencies in the city's aging sports court inventory with limited means to Conduct a complete asset management review and address beyond one-off funding opportunities demand analysis for all sports courts in parks to inform (for example a 2019 Federal Gas Tax funding the strategic renovation or replacement of sports opportunity). The strategy will inform the courts. future of the Leisure Facilities Master Plan (LFMP). Renovation strategies include defining court service level categories, lighting for higher service level courts, conversion of single - use to multi -use facilities where appropriate, and inclusion of supporting amenities like shade, seating, and inclusive elements for all ages. Data Sol Pap,122 of 26 Reference Number Priority Number Recommendation Rationale 39 Align new grant infrastructure with park capital planning Infrastructure installation for new grant -led placemaking projects, such as volunteer -led Where possible, align grant -led placemaking projects taking community gardens, that ensure their ongoing place in parks that prioritize initiatives related to equity- success, can be costly and often exceeds a grant's deserving communities with park capital project forecasts value. If the capital park improvement forecast to optimize budgets and infrastructure that support their can be leveraged to install this infrastructure, such implementation and maintenance. as water services, as part of larger projects, costs for volunteers and grant applicants are minimized. Data Sources: 4, 11 3.12 44 Faster playground replacement Inclusive of a need to resource an increased number of playground replacements per year Resource a sustained increase in the playground to address the like -for -like lifecycle backlog and replacement rate at priority locations to address the meeting legislated accessibility requirements. current lifecycle backlog. Data Sources: 1, 4, 11, 12 3.13 46 Long term plans Each park has unique demands as a result of their featured assets, context, complexities or sheer size Initiate, or update existing strategic and asset management of park space. Updated or initiated plans for each plans for each Feature Park as follows: can respond to rapidly changing demands of each Victoria Park (underway) in post-COVID usage, account for specific asset Huron Natural Area (underway) deterioration needs, and provide longterm McLennan Park (underway) guidance Rockway Gardens Kiwanis Park Data Sources: 4,11 Schlegel Park 3.14 50 A vision for a Grand River Park Supported in the City's Official Plan and Strategic Plan under Cultivating a Green City Together to Continue with the Grand River Park strategy, as identified in continue with the development of the Grand River the 2023-26 Strategic Plan. Park strategy. Data Sources: 8,9 3.15 50 Strategic locations for sportsfield lighting Support the future needs of the Leisure Facility Master Plan (LFMP) and continued intensification Continue or support future initiatives to install sportsfield of sportsfield locations, and management best lighting within parks that are capable of supporting the practices. increased programming demands. Priority given to City wide park classification, available parking and meaningful Data Sources: 4,7,9,11 separation to residences. 3.16 50 Introduce a revised dedication program The proposed bench dedication and memorial forest program is supported by an extensive Proposed program to include a memorial forest and rework analysis of the previous City of Kitchener of the park bench dedication program. dedication program, discussion with relevant city staff, councilors, and through internal and Note: proposed program will be brought forward in advance of community engagement. Places due to o specific Council resolution on October 16th, 2023 Data Sources: 2,3,4,6,7,8,11,12 3.17 54 Artificial turf for sportsfields Support future needs ofthe Leisure Facilities Master Plan (LFMP), and continued intensification Continue to invest in the conversion of eligible natural turf of existing sportsfields. Combines the pressures of sportsfields to artificial turf, subject to future demand future acquisitions and park provision reduction, analysis. along with management best practices and water conservation END OF CATEGORY 3 Data Sources: 4,7,9,11 Page 23 of 26 Recommendation72 4.1 8 Increase biodiversity in parks Strong engagement support for more opportunities to interact with nature and Using an asset management approach, identify strategic naturalized spaces in parks, and can be considered parkland areas that can be transitioned to less intensive part of unstructured play experiences in parks. maintenance practices through park renovation projects. Contributes to biodiversity, and provides direct Design plantings to mimic nature as much as possible in ecological benefit and diversifies habitat within species diversification. otherwise inhospitable areas of parkland. Reduction in equipment use and greenhouse gas emissions and supports CorCAP fleet objectives Formalizes a best management approach to reducing turf cutting over large areas of land for a variety of reasons - reduces resource consumption, promotes operating sustainability Data Sources: 2, 3, 4, 11, 12 4.2 16 Recreation on top of parking areas A unique approach to address the difficulty of acquisition of properties downtown in both Investigate and report back to Council the feasibility of cost and opportunity, while responding to new an active recreational use of eligible parking areas. Planning Policy framework that will significantly reduce park acquisitions. Data Sources: 1,4 4.3 20 Active uses downtown Downtown currently has little active recreation opportunities for any age. Parks are most often Encourage the development of active park uses in passive plaza spaces. Supporting active play downtown parks. Consideration for sport, play, will provide the guidance for future activities and games during redevelopment renovations or new park properties to explore opportunities. interesting, unique active uses for a growing residential population. Data Sources: 4,12 4.4 29 Consider exercise equipment in parks Several exercise areas have been installed and current use is not well understood. A Monitor existing exercise equipment locations for monitoring process will help inform local usage rates to determine if infrastructure should be interest, and future use of a trend in outdoor expanded. "play" equipment. Data Sources: 3,4,12 4.5 36 Install permanent waste receptacles A common theme of public engagement is addressing waste management in parks, Establish a suite of standard above ground and particularly over winter seasons. This will subterranean waste receptacles appropriate to park provide an accelerated installation of higher classifications, assets, and need. capacity units to alleviate the existing Prioritize locations for the installation of preferred pressures of waste collection and allow for all - waste management improvements. season collection. Data Sources: 3,4,11,12 4.6 37 Refrigerated skating area Outdoor skating remains an interest in the community. Traditional flooded outdoor rinks Conduct a feasibility study for a public outdoor are trending to be used less frequently for the refrigerated skating area in a park space with greatest same amount of effort and costs due to rising public access. average temperatures. Flagship rinks can be used as little as 2 or 3 times per year while using tens of thousands of gallons of water to continually flood and re -flood. Refrigerated outdoor skating addresses a the interest and promotes resource conservation. As a new facility type in Kitchener park spaces, a comprehensive feasibility study is proposed to fully understand costs, maintenance, and potential use. Data SourcPage 24 of 26 Reference Number Priority Number Recommendation Rationale 4.7 4.9 4.10 4.11 4.12 4.13 39 44 48 48 50 50 More splashpads Commitment to more splashpads is driven by comparative Provincial provisions that support Develop three new local splashpads under the guidance 2 to 3 additional splashpads. Locations selected of the recommendation to consider water conservation will be paired with existing community centres, models. parking lots, sportsfields, mid-level or above density residential properties, and public transit routes among other site selection criteria. Data Sources: 3,4,6,12 Review existing pet facilities A common theme within engagement was a clear interest in improving accessibility to and within dog Audit existing fenced dog parks to assess accessibility parks, and inclusion of amenities for both dogs needs, waste management, and general improvements to and dog owners such as seating, trails, and shade. user experiences. Data Sources: 1,3,4,11,12 Expand small-scale commercial licensing in parks Permit occasional, small-scale commercial use of park space, including but not limited to fitness classes and merchandise sales. Pilot off -leash areas Create a pilot project to utilize select Hydro Corridors and park space as designated off -leash areas. Establish permanent off -leash areas throughout Kitchener informed by the results of the pilot project. One of the suggested changes moving forward with COVID recovery is to move indoor events and activities outdoor (e.g., fitness classes, gatherings, events). Formalizing licensing in park spaces will address the current and likely future demand to do so. Data Sources: 3,6,7,11 Responds in part to a demand for leash free facilities in most park re -developments. The goal is to utilize otherwise underutilized, maintained open spaces to account for this demand, informed by examples in surrounding municipalities. Data Sources: 3,5,6,7,11 Continue Grand River access improvements Continue to re -develop access points as identified by the Official Plan vision to provide Prioritize and improve Grand River canoe launch access "diverse recreational pursuit and high quality points to established standards. public realm within the Grand River corridor", and to improve user experience with a foundation of accessibility of the river. Established standards referenced were completed and made public in 2016 by the Regional Tourism Organization 4 (RT04). Data Sources: 5,8,9 Build a south -end dog park Establish an off -leash dog facility located in one of the southern residential communities sized to accommodate the projected 20 -year population growth in the area. Dogs in Community parks Support micro -dog parks in Community level parks, where brought forward by grass-roots initiatives, LoveMyHood programs, or supported by local engagement and in balance with other recreational interests. Access to formal off -leash parks for the southern communities is limited. A final location to be selected to fill the gap of recreational infrastructure in the southern communities while maintaining the provision parks in the population growth horizon Data Sources: 3,6,7,12 Fenced dog parks remain a foundation of off - leash use in dog parks, if designed properly. Addresses poor distribution of off -leash facilities that are in high demand from the dog - owning general public. This recommendation will help guide and narrow decisions of dog park inclusions during park renovation projects, LoveMyHood grant requests, etc. Data Sources: 3,12 END OF CATEGORY 4 Page 25 of 26 0 M N OD D O ©ODOD6D® 3�